Abstract/Description

Participants will learn a proven technique for modeling how to organize development teams while minimizing dependencies and maximizing business responsiveness. Value Network Mapping builds on Lean’s value stream concept by recognizing two orthogonal dimensions; 1) the business value stream for how the business generates value through interactions with customers, plus 2) the delivery value stream from concept, through development and launch. Part one of the session will discuss the concept and advantages of this approach, then participants will do a Value Network Modeling exercise to experience it for themselves.

Value Network Mapping makes it easier to match business demands to the capabilities and capacity of the knowledge worker supply. The traditional view of programs and projects can cause problems when moving to agile techniques because they typically represent both the demand side and supply side of the equation. This coupling makes it more difficult to fund and staff stable, dedicated teams and complicates portfolio capacity planning. This exercise has proven valuable for dozens of companies and is particularly well suited for transaction-oriented businesses such as insurance, financial services, telecom, and retail that rely on an array of different information systems.

This approach overcomes limitations in popular scaling frameworks such as SAFe because it addresses the entire set of work in a software or IT portfolio, and can be used in mixed mode environments where some groups may be agile and others use different development methods.

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